Research and Insights from the Center for Effective Organizations
This paper by Gretchen M. Spreitzer addresses the workunit design characteristics associated with individual feelings of empowerment in the workplace.
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Gretchen M. Spreitzer argues that the literature on empowerment lacks the integrated conceptual underpinning necessary for cumulative theory development and empirical research.
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Susan Mohrman explains that the term “empowerment” has come to express in many managers’ minds the essence of new approaches to management that are believed to be capable of delivering higher levels of performance by tapping into the energies and enthusiasm of employees.
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The similarities and differences between total quality management and employee involvement are examined in this paper by Edward Lawler III.
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Gerry Ledford reviews research findings and theoretical developments in research on employee involvement (EI) at the Center for Effective Organizations.
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This paper by S. Mohrman, E. Lawler III, and A. Mohrman, Jr. explores the applicability of employee involvement approaches to the management of schools. Three approaches to involvement are each described for organizations in general and then applied to schools in particular.
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D. Bowen and E. Lawler III explain that in recent years, there has been a rush to adopt an empowerment approach, in which employees face the customer “free of rulebooks,” encouraged to do whatever is necessary to satisfy the customer. The production-line approach is a very different management style.
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Edward Lawler III considers three types of involvement: suggestion, job and high. Points out how they differ in structure and impact. Identifies the organization conditions where each fits best.
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Howard E. Aldrich and Mary Ann Von Glinow review some key concepts that help managers and planners understand the characteristics of networks and how people’s access to information is affected by their position in them.
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This study by Susan G. Cohen examines the relationship between group purpose and group empowerment for three staff teams in a psychiatric hospital–a top management team, a summer planning task force, and a clinical group.
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This article by Edward E. Lawler III discusses a pay strategy that supports employee involvement. It emphasizes pushing information, knowledge, power and rewards to lower organization levels.
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This paper by Edward E. Lawler III (CEO) is not about leadership per se, however, it is about how senior managers in organizations should structure and carry out their jobs in order to be consistent with a high involvement approach to management.
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